Dr. Adler currently directs and teaches in
P3 (Projects, Portfolios, and Programs) studies in the
Organizational Dynamics Program at the University of
Pennsylvania. He also is founder and president of
University Informatics Associates, Inc. (UIA). UIA
provides IT strategy consulting services and develops custom
software for the distribution and manufacturing
industries.

He has taught courses in Information Systems Strategy,
Project Risk Management, Program Management and Operations
Research at the Wharton School, Penn Engineering and the
School of Arts and Sciences.

He has three graduate degrees from Penn, a Ph.D. in
Operations Research, M.S. Computer Science, and an M.S. in
Physics.

As an Affiliated Faculty member, University of Pennsylvania,
he teaches graduate project risk management courses.
In addition, Mr. Hornbacher conducts seminars for PMI.

Topic:

A Look at the Critical Chain Method (CCM)

Abstract:

CCPM offers an alternative to classic
project management that promises greater efficiencies by
introducing novel techniques and principles for managing the
tasks that comprise one or more projects sharing the same
resources.

This presentation introduces these concepts and then
discusses some of the revised management perspectives
required to support the approach.

Kevin Aguanno, PMP, MAPM

Bio:

Kevin Aguanno has written and spoken widely
on agile project management and on agile project management
methods, such as Scrum, Feature-Driven Development, Lean
Development, and others. He is the author of books on
the topic including An Introduction to Agile, and Stealth
Methodology Adoption; audiobooks on the topic including
Agile Project Management using Scrum, and Managing in the
Face of Ever-Changing Requirements; and he is the editor of
Managing Agile Projects which includes chapters from many of
the people who invented these new agile methods.

Topic:

Agile Project Management

Abstract:

1,000% over budget. 2 years
late. We've all heard about projects where the
original budget and schedule were exceeded by orders of
magnitude. How could this happen given competent
project management? Whether in government or private
industry, project managers face a huge challenge when
confronted with continually-changing requirements. How
can you plan when the WBS keeps changing? Traditional
project management approaches suggest that we take a
snapshot of the requirements as a baseline, and then use
change control in an attempt to minimize the impact of any
shifting requirements. Sometimes, however, these
changes are a reality that the project sponsor has to
accommodate. The new Agile Project Management
methods help deal with these situations.

Participants in this session will learn the founding
principles and techniques of Agile Project Management with
examples from real-world projects that used these methods to
control changing requirements.

Rick Bayney, Ph.D.

Bio:

Dr. Richard M. Bayney is the President ?
Founder of Project ? Portfolio Value Creation (PPVC), a
consulting boutique that provides Training and specific
client services in Project, Portfolio, Resource, and Risk
Management as well as Strategic, Scenario, and Business
Planning in the Healthcare and other industries. In
his previous position, Dr. Bayney was Vice President,
Portfolio Management ? Decision Analysis, Johnson ? Johnson
Pharmaceutical Research ? Development (J?J PRD). Prior
to his arrival at J?J PRD, he was Executive Director of
Decision Analysis ? Portfolio Management at Bristol-Myers
Squibb and Head of Strategic Planning for the Biotechnology
division of Bayer Corporation.

Dr. Bayney spent 10 years in Molecular Biology research at
Merck ? Company and Bayer Corporation/A.G. and 2 years on a
foreign assignment as an international Project
Manager. He holds M.Sc. and Ph.D. degrees from London
University, an M.B.A. from Columbia University, and a PMP
from the Project Management Institute.
Dr. Bayney is a faculty member of the University of
Pennsylvania where he lectures to graduate and executive
students in the areas of (a) Project Portfolio Management
and (b) Decision Modeling. He is a frequent speaker in
the area of ‘Risk Analysis, Asset Evaluation, ? Portfolio
Management in Drug Development’ to several organizations and
is an Advisory Board Member to Cambridge Healthtech
Institute.

Topic:

From Project Management to Portfilo Management – Bridging
the Competency and Organizational Gaps

Abstract:

Although Knowledge Areas and Process Groups
for Project Management have been well recognized, areas of
competency related to the successful practice of Portfolio
Management have yet to be established. This
presentation examines Portfolio Management requirements for
strategic, analytic, and organizational capabilities that
transcend those traditionally associated with successful
Project Management.

The fundamental differences in roles and responsibilities of
Project and Portfolio Management are summarized and
help define the competency and organizational gaps that
separate both disciplines.

Dennis Bolles, PMP

Bio:

Dennis Bolles has more than 30 years
experience with providing business and project management
professional services. Dennis Bolles is president of
DLB Associates, LLC, whose primary focus is working with
organizations to establish project business management
processes, developing and enhancing enterprise project
management centers of excellence, creating project
management methodologies, and planning organizational
project management training programs.

Bolles was the PMI Standards project manager who led the
project core team to a successful completion and on-time
delivery of the PMBOK® Guide Third Edition in 2004.

He is a published author of many project management
articles, seminars, and two books entitled Building Project
Management Centers of Excellence, AMACOM, NY, June 2002 and
co-author of The Power of Enterprise-Wide Project
Management, AMACOM, NY, January 2007. Visit his
website at www.dlballc.com for information about both
books.

Topic:

Achieving the Power of Enterprise-Wide Project Management

Abstract:

How enterprises can effectively incorporate
the organization’s business strategies and specific tactics
into their portfolios and programs of projects so only the
right projects are performed, are initiated at the right
time, receive the resources necessary to be successfully
completed, and deliver the benefits and value desired by the
enterprise.

J. Kent Crawford, PMP

Bio:

Kent Crawford is the founder and CEO of
Project Management Solutions, Inc. (PM Solutions) and PM
College. His experience spans more than twenty five years,
where he has been responsible for the development of systems
requirements and the functional design of integrated project
management systems for a number of Fortune 500
organizations.

He is the Former President and Chair of the Project
Management Institute (PMI®). During his tenure in office,
Mr. Crawford implemented innovative programs, which resulted
in an astounding fifty percent membership growth for the
Institute. His leadership in PMI has been widely recognized
as a primary driver in PMI's success.

Mr. Crawford is a recipient of the PMI Fellow Award, PMI's
highest and most prestigious individual honor. A prolific
speaker and advocate of the profession, he is also the
award-winning author of The Strategic Project Office: A
Guide to Improving Organizational Performance (for which he
won a David I. Cleland Project Management Literature Award
from PMI), Optimizing Human Capital with a Strategic Project
Office, Project Management Maturity Model: Providing a
Proven Path to Project Management Excellence, and Project
Management Roles ? Responsibilities.

Topic:

The State of the PMO: Priorities for Advancing PMO Maturity

Abstract:

This presentation explores how the Strategic
Project Office provides project management expertise
throughout the organization. Learn how to overcome the
political foes of a more active project office, and how to
change the very culture of the organization to a "project
culture." Ground-breaking new research on PMOs will also be
shared.

Doug DeCarlo

Bio:

For the last 17 years Doug has lived in the
trenches with over 250 project teams from Bethlehem,
Pennsylvania to Beijing, China. He now works with managers
who undertake projects under what he calls “eXtreme
conditions:” Those settings that are characterized by
high speed, high change, high unpredictability and high
stress.

Doug’s work and his writings have earned him international
recognition as a motivational speaker, workshop leader,
consultant and columnist. He has served as a member of
the Project Management Advisory Group of George Washington
University as well as on the Project Management Committee of
the Drug Information Association.

Beyond his own practice, Doug is a Senior Consultant in the
Agile Project Management Practice for the Cutter Consortium
where he has been named Consultant of the month. He
also heads the Extreme Project Management department for
gantthead.com and has served on the advisory boards of
Project Connections.com and ProjectWorld.

Doug is the featured contributor to the book, The World
Class Project Manager: A Professional Development
Guide. And, he is the author of the widely acclaimed,
landmark book entitled: eXtreme Project Management: Using
Leadership, Principles and Tools to Deliver Value in the
Face of Volatility.

Topic:

Succeeding on eXtreme Projects: How to Lead Yourself and
Others in the Face of Volatility

Abstract:

The exponential demands of today’s
high-speed, high-change projects can easily take a toll on
one’s personal life. Faced with eXtreme projects, many
project managers and their teams end up living lives that
vacillate between frantic and quiet desperation. If we
are not careful, instead of having projects, our projects
will have us.

Self-Mastery – the practice of leading oneself – is the
antidote to self-misery. And the more successful we are at
leading ourselves, the better we are able to lead others.

In this humorous and motivational Keynote, Doug DeCarlo will
draw lessons from over 250 project teams from around the
world. With the help of his African drum, he will
share proven practices for leading yourself and others to
success in the face of volatility, despite today’s
project-crazy organizations.

Jack Ferraro, PMP

Bio:

Jack is the founder of MyProjectAdvisor®,
which improves organization project delivery effectiveness
(faster and cheaper!) Jack has 18 years of
experience working with project teams with extensive
experience managing complex enterprise technology and
business process improvement projects.

Jack is a popular international speaker on project
management leadership and competency. He has spoken at 5 PMI
Global Congresses including the North America 2007 –
“Separate from the Pack!”

Topic:

Three Leadership Competencies

Abstract:

We will explore three critical leadership
competencies that project managers must be keenly aware of
to move beyond the PMP® to true Project Management
Professionalism. With your PMP® certification as a solid
foundation, we’ll explore how you can overcome predictable
project leadership roadblocks through these leadership
competencies; Building Trusted Relationships, Consultative
Leadership, and Developing Courage

Outcomes

Identify the basic components of building trust-based
relationships on projects, the benefits of such
relationships and the practical applications of building
long-lasting trust-based relationships

Use trust-based relationships to become a project
advisor, and see why customers and team members want the
proper advice

Use practical applications to advise team members,
customers and sponsors in order to achieve buy-in,
commitment to act, and become a consultative leader

Overcome obstacles, and develop the courage needed to
manage change in your professions and measure leadership
competencies that really matter in your career

Dr. J. Davidson Frame, PMP

Bio:

J. Davidson Frame, PhD, PMP, is Academic
Dean at the University of Management and Technology (UMT) in
Arlington, Virginia, USA. He has been active in project
management since the 1970s and has written ten books on the
subject, including the business best seller, Managing
Projects in Organizations (2003). Prior to joining
UMT, David was a Professor of Management Science at The
George Washington University (1979-1998), where he was
Chairman of the Management Science Department (1988-89), and
Director of the International Center for Project Management
Excellence (1995-98). In the 1970s, he was vice president at
Computer Horizons, Inc., where he directed more than 30
software development projects.

David has been actively involved with the Project Management
Institute (PMI®) since the late 1980s. He served as PMI’s
Director of Certification during 1990-96 and Director of
Educational Services during 1997-98. David served on
the PMI Board of Directors during those periods and again
during 2000-2002. In 1993, he won PMI’s Distinguished
Contribution Award, and in 1995 PMI’s Person of the Year
Award. He was named a PMI Fellow in 2004. He has
trained more than 35,000 managers in the past twenty five
years.

He has delivered management programs at many organizations,
including Morgan Stanley, Credit Suisse First Boston,
Hewlett-Packard, Sprint, Marriott, the IRS, DoD, the White
House, the Social Security Administration and the Department
of Energy. David Frame has a Ph.D. and an M.A. from American
University and a B.A. from the College of Wooster in the
USA. David can be reached at
Davidson.frame@umtweb.edu.

Topic:

An Agile World: Beyond PMBOK and Other Orthodoxies

Abstract:

From its origins in the 1950s through the
1990s, a major goal of project management has been to move
from infancy to maturity, from ad hoc management to
process-driven management. In the IT arena, this entailed
developing disciplined system development life cycles
(SDLCs), which culminated in the Waterfall Model and in the
establishment of the Capability Maturity Model (CMM). In the
arena of general project management, it entailed
articulating PM standards through A Guide to the Project
Management Body of Knowledge (PMBOK Guide).

Dr. J. Davidson Frame examines the move toward maturation of
software development and project management. He points out
that the maturation of a discipline is crucially important
if the discipline is to have business value. However, at a
certain point – when a discipline has reached a critical
mass of maturity – it may be important to engage in what
Harvard’s William Abernathy calls de-maturation, an attempt
to rejuvenate the discipline so that it takes on a fresh
perspective. The recent emergence of interest in agile and
iterative software development techniques suggests it is
time to focus on de-maturation.

Questions Dr. Frame raises during his presentation include:
At what point does maturation morph into senility? To what
extent do standards – as captured in the PMBOK Guide and CMM
– hamper innovation rather than promote good software
development practice? What does effective de-maturation
encompass when looking at software development? What traits
of agile and iterative development techniques (such as
Scrum, RUP and rapid prototyping) have the greatest impact
on rejuvenating software development practice? What pitfalls
do they generate? What should we look for in creating
meaningful project management standards in future PMBOK
Guides?

Peter Heinrich

Bio:

Peter Heinrich has a long history in
technology product development and management process
implementation. During a 20 yr career with Xerox, he managed
the group that developed the original Star Workstation
functional specification and later played key roles in
program management and planning process design. In 1989 he
co-founded Integrated Project Systems (later called IPS
Associates) where he created the IPS portfolio management
practice. Based on his experience with corporations large
and small, Peter designed the portfolio resource planning
and management process that is instantiated in Portfolio
DecisionWare’s products.

Topic:

Portfolio Resource Planning: A Key to Success in Project
Management

Abstract:

A great deal of effort has gone into
defining, refining, and elaborating the role of the project
manager and project teams. Not enough attention has been
paid to the role of the line (resource or functional)
manager in the product development life cycle process,
especially with regard to portfolio planning. Portfolio
management is a forward looking process that is best served
by credible data. This presentation focuses on the role and
the relationships of the resource manager in an effective
portfolio management process.

Denny Panakal, PMP

Bio:

Senior Project Manager at DATA Inc. has over
14 year of experience developing leading edge custom
software solutions for the pharmaceutical and financial
industries across a variety of platforms and databases. As a
recognized industry speaker and published writer, Denny
possesses expertise on software development project
management, pharmaceutical training and business
intelligence. He currently holds the credential of a
Certified Project Management Professional and a B.E. in
Computer Science. Prior to joining DATA Inc., he has worked
in areas of digital communication networks and defense
sector companies such as Hughes Network Systems, Verifone,
Aeronautical Development Agency and National Aerospace.

Topic:

Project Management – Beyond the Finish Line

Abstract:

Project Managers in IT are always privy to
valuable information and business intelligence through
subordinates, business users and others. Can PM’s help an
organization gain an advantage? This interactive
presentation explores how going beyond PMBOK and enhancing
customer service can help organizations enhance their image,
positioning the PM as a catalyst for opportunities.

Lou Russell

Bio:

Lou Russell is president and CEO of Russell
Martin ? Associates, a consulting and training company
focused on improving business results. Lou and her
staff deliver learning experiences that are fun, flexible,
fast and measurable. She focuses on project
management, leadership and organizational learning problems.

She is the author of The Accelerated Learning Fieldbook and
Project Management for Trainers, IT Leadership Alchemy,
Leadership Training, and Training Triage. Her newest
book 10 Steps to Successful Project Management was published
in May 2007. She is a frequent contributor to Computer
World, Cutter Executive Reports, and Inside Indiana
Business, among others, and publishes the monthly Learning
Flash electronic newsletter. Lou is also the author of
The People Side of Project Management, part of the Villanova
Advanced Project Management certificate program. A popular
speaker, Lou addresses national and international
conferences such as the Project Management Institute,
Project World, LotuSphere, ASTD and the Society of
Information Management (SIM). She has been the chair
of the Shared Insight’s Project Management Reality
conference. She holds an (expired) computer science degree
from Purdue University, where she taught database and
programming classes, and a Masters in Instructional
Technology from Indiana University. Her career has included
positions as a programmer, database administrator, Help Desk
implementer/manager, technical trainer and manager of
technical training. She has experience consulting in IT,
sales, operations and human resources process improvement.

Igniting, affirming and sustaining learning is a personal
mission, evidenced by Lou’s activities outside the company.
In addition to work with children’s charities and the
Indianapolis SIM organization, she coaches and plays soccer,
and teaches religious education. Lou is also a senior
consultant with the Cutter Consortium and has served on the
High Tech Task Force in Indiana, as well as the boards of
ITT Technical Institute and Butler University. She was
elected to “Who’s Who in Indiana Technology” in 1995 and
named “Women of the Year” in 2000 by Women ? Hi Tech.

Topic:

Interdependency: The Next Evolution in Project Management

Abstract:

Project Management is no longer a specialty
. . . it is a core competency required for any
corporate citizen to be successful. Join Lou Russell
to think about how this trend impacts the role of the PMP
and those looking to become project management
professionals.

Attendees will leave this session with the tools needed to
take project management to the next level at their
organization.

Mary Kay R. Trail, PMP

Bio:

Associate Director, Wyeth Pharmaceuticals
Mary Kay has been responsible for over 150 projects in
several industries over the last 20 years. She created
and led Portfolio, Program, and Project Management
Offices. She developed and taught classes in all three
disciplines.

She created the HIPPA PMO for a large healthcare insurance
company. The program required 100’s of people’s efforts to
implement procedures and educate 40,000 employees,
providers, and millions of customers. She led the
multi-site, multi-functional transition of over 3000
employees during a company merger and the turn-around of a
1000 person operation.

She has a true belief and passion in the use and value of
the fundamental principles of Project Management.

Topic:

The Power of Simplicity

Abstract:

In this warp speed world with pressured due
dates, complex projects and few resources, let's go back to
the basics. Many projects only require the application
of simple PM tools and techniques to achieve
success. The Power of Simplicity will review the
basics necessities to get things done quick, fast and cheap.